Personal Ethics Statement Essay Example for Free

BUSINESS LAW I (BUS 231) contract six ways an offer may be terminated Essay

BUSINESS LAW I (BUS 231) contract six different ways an offer might be ended - Essay Example Despite the fact that, in certain examples, an individual under beneath 18 years might be compelled to consent to an arrangement however this relies upon the agreement type. To start with, it ought to have a subject of an understanding. The subject ought to show the conditions or agreement terms made between two individuals. In this way, the subject ought to have an allowed arrangement or legitimate issue. Also, the understanding ought to be significant. Thought is an important component in an agreement, and it comprises of the legitimate harm and exchange. A lawful harm is an understanding of abstaining from causing harm. The reason for this component is to guarantee that there ought to be an arrangement as opposed to putting forth requests in defense one gathering is exposed to a misfortune or not (Keenan and Sarah 56). Thirdly, it ought to be skillful to shape an understanding. For this situation, competency needs a base age and mental ability of understanding the understanding. For example, association can participate in contracts yet through activities of the necessary work power who are able in restricting the agreement. Fourthly, it should have le gal relationship implying that the reason for the understanding is to deliver genuine relations. Ultimately, the understanding should have an offer and be acknowledgment. This implies the gatherings including in the agreement should make an offer or delicate. Consequently, the delicate should be adequate implying that it ought to give fulfillment and satisfy the necessary guidelines on purpose. For this situation, one gathering causes a delicate and another to acknowledge it in light of the fact that occasionally errors may happen. Consequently, the offer ought to fulfill the two gatherings and have some proof associated in direct showing the understanding for the two gatherings engaged with the agreement. There are differed courses through which an offer might be ended. To start with, through denial whereby the offeror may drop the understanding before the offeree lets it out. This is named as renouncement or refutation; hence, the offer will be

The Relationship Between Estrogens and Depression

The Relationship Between Estrogens and Depression Depression Causes Print The Relationship Between Estrogens and Depression By Nancy Schimelpfening Nancy Schimelpfening, MS is the administrator for the non-profit depression support group Depression Sanctuary. Nancy has a lifetime of experience with depression, experiencing firsthand how devastating this illness can be. Learn about our editorial policy Nancy Schimelpfening Medically reviewed by Medically reviewed by Steven Gans, MD on August 05, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on February 04, 2020 Depression Overview Types Symptoms Causes & Risk Factors Diagnosis Treatment Coping ADA & Your Rights Depression in Kids EyesWideOpen / Getty Images To answer the question of whether conjugated estrogens like Premarin can cause depression or anxiety, we must first talk about what estrogen is. Estrogen is a group of hormones which play a vital role in womens sexual and reproductive health.?? They are often referred to as sex hormones because of this. Estrogen helps to regulate a womans sexual development, as well as her ability to conceive and bear children. Conjugated Estrogens Premarin is a brand of conjugated estrogens, which are a type of hormonal medication containing a mixture of estrogens. In Premarins case, these have been isolated from the urine of pregnant mares: PREgnant MARes urINe. It is used to treat symptoms associated with menopause and other low-estrogen conditions, such as hot flashes and vaginal dryness. It is also used in the prevention of osteoporosis (thinning of the bones) after menopause, some breast, and prostate cancer symptoms, and certain premenopausal conditions. The Link Between Estrogen and Mood It is well known that estrogen affects depression and anxiety.?? Women who are in their peak estrogen-producing years or transitioning to menopause tend to be affected by these disorders more often than either men or postmenopausal women. In addition, when women are experiencing hormonal fluctuations, such as prior to their menstrual periods and after giving birth, they tend to be more prone to mood disorders. Perhaps not too surprisingly, depression and anxiety are also potential side effects of medications like Premarin, which affect hormone levels. The reason that estrogen-containing medications have the potential to affect mood is that estrogen plays many roles in the body, affecting more than just the sex organs. It can exert effects on the urinary tract, the heart, the blood vessels, bones, breasts, skin, hair, mucous membranes, pelvic muscles, and the brain.?? Though Premarin can cause the side effects of depression or anxiety, studies have shown  that women who take conjugated estrogen during late menopause and early postmenopause have markedly less depression and anxiety than those who received a placebo.?? Estrogens Effects on the Brain Some of estrogens effects on the brain and nervous system include:?? Regulating neurotransmitter systems that affect mood, like serotonin, dopamine, epinephrine, and norepinephrineSensitivity to the fluctuation of estrogen levels in the amygdala, which is linked to mood regulationStimulating beneficial mood-related actions in the hippocampus Some women may be exceptionally sensitive to changes in hormone levels, causing them to be more susceptible to depression when these levels are off. Signs of Depression While it isnt known how often women become depressed while using Premarin, it is a potentially serious side effect. Symptoms of depression include: SadnessInability to enjoy things that used to be pleasurableFatigue or low energyProblems with thinking, concentration, or memoryFeelings of guilt, worthlessness, or helplessnessFeelings of hopelessnessProblems with sleepProblems with weight or appetiteIrritability or restlessnessThoughts of death or suicide If you are using Premarin and experience any of these symptoms for two weeks or more, especially thoughts of death or suicide, you should consult with your healthcare provider for advice.

Culture in the Ancient Roman Republic

Relationship Between Native Americans And The British,...

As any society does when two cultures are put together, there is assimilation and anguish. This is shown by the Native Americans and the Europeans, when the latter came to the Americas in hope of land and wealth, which did not belong to them. The Europeans encountered great diversity when stepping foot into the Americas. Cultures of the Indians had them shocked; while they regarded them as â€Å"noble savages,† the Indians had a society much more complex than any European society. They had language, government, social organization, and intellect skilled in mathematics, astrology, and astronomy. Civil interaction between the two only occurred when the Europeans needed something, such as gold, fur and land. Although they helped the Europeans as much as possible, with food and shelter, these Native cultures found themselves disrupted, if not destroyed, by the European’s arrival. In this essay, I hope to analyze the relationship between the Native Americans and the British , French, Spanish, and Dutch and how they affected one another. The Native Americans lived a simple, yet complex life. They worked off the land, farming and hunting and providing for their families and tribe. But they had their own religion and beliefs. Those two major differences bought much hardship for them when the Europeans come. Religion was a major point of conflict between the two societies. The ownership of land was another major point of conflict. The Indians did not have ownership rights over land; itShow MoreRelatedEuropean Relations With Native Americans1264 Words   |  6 PagesRelations with Native Americans As the Europeans arrived on American shores, they encountered a variety of native peoples. Some were living in advanced civilizations; others were living as simple hunter-gatherer cultures. 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Tqm in Starwood Free Essays

string(119) " centralized reservation services and coordinates national advertising and certain marketing and promotional services\." Starwood Hotels Resorts Worldwide In partial fulfilment Of the requirements in Total Quality Management 12 October, 2010 I. INTRODUCTION Being one of the of the leading hotel and leisure companies in the world, Starwood Hotels and Resorts Worldwide, Inc. already has nearly 1000 properties in some 100 countries and approximately 145,000 employees at its owned and managed properties. We will write a custom essay sample on Tqm in Starwood or any similar topic only for you Order Now Starwood Hotels and Resorts is a fully integrated owner, operator and franchisor of hotels and resorts with different internationally renowned brands of St. Regis, The Luxury Collection, Sheraton, Westin, Four Points by Sheraton, W, Le Meridien, Aloft and Element. It also owns one of the premier developers and operators of high-quality vacation interval ownership resorts, Starwood Vacation Ownership Resorts, Inc. The company began as a small investment firm and then became a real estate investment trust (REIT). In 1998, Starwood acquired ITT Corporation, a company seven times its size, in which during that time, the world’s largest lodging and gaming company. Founded by Barry Sternlicht, Starwood Hotels and Resorts has been acquiring many other hotels and companies, at the same time, unloading some of its own properties to make room and money for new ones. Starwood Hotels and Resorts still face challenges in their worldwide operations. This led to a decision of adapting Six Sigma in the year 2000. The roll out of Six Sigma in the company started in the first quarter of 2001and was targeted to end in the year 2002 – also the time they say they will reap the fruits of their efforts. According to the founder, and previous chairman and chief executive officer of Starwood, Barry Sternlicht he launch of Six Sigma is one of the most important strategic initiatives since the formation of the company. It will be a multiyear effort encompassing thousands of associates. It will also sustain and build new momentum, strengthen their global brands, enhance their ability to share best practices globally, speed the adoption of new technologies, pr epare them for the challenges of constant change, provide critical focus on the customer and overtime help them derive a dramatic improvement in the bottom line. All these will happen only with the successful implementation of the strategy. Starwood Hotels and Resorts Worlwide, Inc. was the first hospitality chain to adapt Six Sigma in its global operations. The company continuously improves with the Mission: â€Å"To our shareholders, our goal is to grow EBITDA at least 8-10% per year and EPS at least 15% per year. To our customers, we want Starwood to be the easiest company with which to do business. And to our employees, our commitment is to make Starwood a great place to work. † â€Å"At Starwood, we don’t just ‘do’ Six Sigma, we ‘use’ Six Sigma,† wrote one Starwood employee in iSixSigma’s Best Places survey. That means that we use it every day in our daily work to solve problems, regardless of their size. We follow the DMAIC and Lean Six Sigma principles and use tools daily (VOC translation tables, Pugh matrices, SIPOC†¦DOE, etc. ), but don’t necessarily have to make every problem into a project. We just get it done here. † This made Starwood t he top best place to work in according to isixsigma. com’s Top 10 companies Best Places to Work list. To sum it up, Starwood Hotels and Resorts was able to pull off great opportunities of development and growth in the company through Six Sigma. II. COMPANY PROFILE A. Brief Description about the company: As a top company in the Hotels, Casinos, Resorts industry, Starwood Hotels ; Resorts specialize in the operation and management of hotels, resorts, casinos and spas. Starwood is now one of the leading hotel and leisure companies in the world with approximately 925 properties in more than 95 countries. Starwood Hotels ; Resorts Worldwide, Inc. , incorporated in 1980, is a hotel and leisure company. The Company conducts its hotel and leisure business both directly and through its subsidiaries. Its brand names include St. Regis (luxury full-service hotels, resorts and residences), The Luxury Collection (luxury full-service hotels and resorts), W (luxury and upscale full service hotels, retreats and residences), Westin (luxury and upscale full-service hotels, resorts and residences), Le Meridien (luxury and upscale full-service hotels, resorts and residences), Sheraton (luxury and upscale full-service hotels, resorts and residences), Four Points (select-service hotels), Aloft (select-service hotels), and Element (extended stay hotels). The Company is organized into two business segments: hotels and vacation ownership and residential. In January 2010, the Company announced that it has completed the disposal of Bliss World Holdings, Inc. to Steiner Leisure Limited. History of the company: Starwood Hotels ; Resorts Worldwide, Inc. is one of the top hotel companies in the world. The company owns and operates hotels under leading brands such as Sheraton, Westin, St. Regis, Four Points, and its recently developed W brand. The majority of Starwood’s hotels are owned by franchisees, and the company directly owns or leases about 170 of its approximately 750 hotels worldwide. Close to 500 of the company’s hotels are in North America. Starwood also runs hotels in some 80 countries in Asia, Europe, Africa, and South America, including a chain of prestigious European palaces called the Ciga Group. The company began as a small investment firm and then became a real estate investment trust (REIT). In 1998 Starwood purchased ITT Corporation, a company seven times its size and at the time the world’s largest lodging and gaming company. Starwood beat out the Hilton Hotels Corporation to get ITT, in what was one of the most dramatic takeover battles of the 1990s. Starwood is run by Barry Sternlicht, whose consummate dealsmanship parlayed the small trust into a global lodging company. B. Different Scope of the Company: a. Starwood’s Managed Hotels The Company manages hotels worldwide, usually under a long-term agreement with the hotel owner (including entities in which it has a minority equity interest). Its responsibilities under hotel management contracts typically include hiring, training and supervising the managers and employees that operate these facilities. For additional fees, it provides centralized reservation services and coordinates national advertising and certain marketing and promotional services. You read "Tqm in Starwood" in category "Papers" It prepares and implements annual budgets for the hotels it manages and is responsible for allocating property-owner funds for periodic maintenance and repair of buildings and furnishings. In addition to its owned and leased hotels, at December 31, 2009, it managed 440 hotels with approximately 153,800 rooms worldwide. b. The Brand Franchising and Licensing The Company franchises its Sheraton, Westin, Four Points by Sheraton, Luxury Collection, Le Meridien, Aloft and Element brand names and generally derive licensing and other fees from franchisees based on a fixed percentage of the franchised hotel’s room revenue, as well as fees for other services, including centralized reservations, sales and marketing, public relations and national and international media advertising. In addition, a franchisee may also purchase hotel supplies, including brand-specific products, from certain Starwood-approved vendors. It approves certain plans for, and the location of, franchised hotels and reviews their design. At December 31, 2009, there were 476 franchised properties with approximately 116,300 rooms. c. Vacation Ownership and Residential Business The Company develops, owns and operates vacation ownership resorts, market and sell the vacation ownership interests (VOIs) in the resorts and, in many cases, provide financing to customers who purchase such ownership interests. Owners of VOIs can trade their interval for intervals at other Starwood vacation ownership resorts, for intervals at certain vacation ownership resorts not otherwise sponsored by Starwood through an exchange company, or for hotel stays at Starwood properties. From time to time, it securitizes or sells the receivables generated from its sale of VOIs. At December 31, 2009, it had 22 residential and vacation ownership resorts and sites in its portfolio with 16 actively selling VOIs and residences, and two that have sold all existing inventory. C. Business Industry: The general business activity and principal products or commercial enterprise of Starwood Hotels Resorts are categorized as being part of the Hotels, Casinos, Resorts Industry. D. The Company Values: â€Å"Go the Extra Step by taking actions that build lasting connections and loyalty ; Play as a Team by working globally and across all teams in the company; Do the Right Thing by using good judgment, respecting our communities, associates, owners, partners and the environment† E. Principal Subsidiaries: Starwood Vacation Ownership, Inc. F. Principal Competitors: Marriott International, Inc. Hilton Hotels Corporation; Four Seasons Hotels Inc. G. Key Dates of the company’s operations a. 1991: Starwood Capital Group is founded. b. 1993: Starwood begins buying hotels. c. 1994: Starwood buys Hotel Investors Trust; gains special REIT status. d. 1998: Starwood acquires ITT Corporation. e. 2001: Implementation of Six Sigma Strategy for the company’s overall operations III . BEFORE HAVING SIX-SIGMA IN THE COMPANY Starwood Hotels and Resorts did not follow a particular Total Quality Management program. Although they do have goals, such as: Starwood is entering a new stage in its development,† said Barry Sternlicht, Chairman and Chief Executive Officer. â€Å"The world is changing rapidly. While we own superb physical assets around the world, it is our 30 million customers who represent the critical and unrecognized asset of our company in this internet age. We are determined to build a customer-centric organization, a company that will take advantage of unprecedented advances in technology to improve nearly every facet of its core operations while increasing brand loyalty in an effort to create significant long-term shareholder value,† Mr. Sternlicht said. Starwood, though were very successful before their implementation of the Six Sigma also encounter several problems. One of which was when the Congress acted to change the law governing Real Estate Investment Trusts (REITs). This made Starwood lose its tax advantage thus converting itself to the traditional corporate structure. The change made accounting difficult, particularly in comparing financial results from before and after the restructuring. In addition, there seemed to be trouble in the top echelons of management. Starwood’s stock price fell, and in December 1998 the company announced that fourth quarter earnings would be less than estimated. Other lodging stocks did badly as well, but Starwood was clearly struggling to integrate its vast new holdings. IV. THE COMPANY’S ADAPTATION †¢ The slowing economy hurt Starwood and other hotel companies in 2001. The September 11 terrorist attacks were a huge blow to the industry. Starwood’s North American business fell drastically immediately after the attacks, and two weeks later the company announced that it would lay off 23 percent of its North American workforce. Revenue fell in 2001 and 2002 as the global economy remained weak and business travel was less than robust. The company’s European operations did better than its North American business, and Asia became the company’s next frontier. Less than 10 percent of Starwood’s operating profit came from its Asian operations in 2002, but the company aimed to increase that to 25 percent by 2007. †¢ â€Å"We have spent $1 billion in our ongoing effort to bring consistency to our branded hotels around the world,† says Bob Cotter, chief operating officer, Starwood Hotels ; Resorts. It is time and we are ready to complement this effort with a global focus on the delivery of consistent and exemplary service to our guests. From the reservation and check-in process, to room standards and cleanliness, it is our goal for every Westin, Sheraton, W, Four Points by Sheraton, Starwood Vacation Ownership and St. Regis/Luxury Collection guest to have a flawless experience during each and every visit. Six Sigma will help us reach that goal. † V. THE SIX SIGMA IMPLEMENTATION AT STARWOOD In 2001 Starwood Hotels Resorts became the first hospitality company in the world to embrace Six Sigma, an internationally recognized approach that enables Starwood associates to develop innovative customer focused solutions and to transfer these solutions across the global organization. Six Sigma is a customer-focused, fact-based, analytical system (approach and tools) for improving processes so that customers are more satisfied and Associates’ time is spent more on value-added activities, leading to increased profitably. The Six Sigma tools enable Starwood hotels to transfer solutions and innovations across their properties and offices globally. This gives the company a competitive advantage on speed to market in implementing Best Practices and Brand Standards. †¢ By launching Six Sigma, Starwood made a long-term commitment to radically improving the way it does business. For Starwood Six Sigma is a powerful business system that focuses on consistently delivering superior value to existing and potential customers. Six Sigma will roll out across Starwood Hotels Resorts starting in the first quarter of 2001, completing implementation through the entire company by the end of 2002. While the company has budgeted a net cost for the program in 2001, as training and process reengineering begins, the company expects the program to begin delivering benefits in 2002 and beyond. Pioneered by Motorola and made famous by GE, Six Sigma has helped some of the world’s leading companies greatly improve c ustomer service and increase financial returns. Starwood expects to save millions of dollars through improved efficiencies and maximized targeting of employed capital. Further, Starwood expects to generate significant incremental revenue and profit due to enhanced  loyalty and additional products and services. Former GE executive James Hyman has been named executive vice president, Six Sigma, for Starwood and will have global responsibility for executing the strategy, designing the tools and overseeing the implementation of Starwood’s Six Sigma initiative. Before joining Starwood, Hyman served as President of Europe for GE Capital Modular Space. Hyman will report directly to Bob Cotter. Starwood has also enlisted the expertise of renowned Six Sigma specialists Peter S. Pande, co-author of â€Å"The Six Sigma Way† and president of Pivotal Consulting, and the George Group to assist with the launch. During the first five quarters of implementation, Starwood will primarily redeploy current Starwood associates to fill approximately 450 Six Sigma specialist roles. Starwood will fill these roles with many of the company’s highest performing associates, in addition to some external candidates from all fields. These Six Sigma specialists will have strong analytical and organizational skills, and most will hold the title of â€Å"black belt† or â€Å"master black belt. †Ã‚   Each â€Å"black belt† is expected to drive EBITDA gains of $200,000 or more per year. †¢ Instead of hiring the usual ethnographers or consultants, Westin owner Starwood Hotels Resorts Worldwide Inc. turned to Six Sigma, a management process known for reducing defects and increasing efficiency. It was a surprising move given Six Sigma’s rap as a creativity killer. But under Geoffrey A. Ballotti, president of Starwood’s North America Div. , the company is using Six Sigma’s strengths to promote innovation–and generate tens of millions in new revenue. Combining creativity and efficiency is a delicate managerial manoeuvre that few service companies can pull off. Starwood succeeded, in large part, because it began with a culture of creativity before introducing the management tool. Design has long played a major role in the company, with noted architect David Rockwell designing its hip W Hotels brand back in the ’90s. Starwood gets a boost out of Six Sigma by using its techniques to dream up projects across the company. Massage is just one of hundreds of ventures done this way. This year’s food and beverage engineering program, which rejiggers the choices on room-service and catering menus based on their popularity, has generated $20 million in extra revenue. In 2006, programs developed under Six Sigma delivered more than $100 million in profit to its bottom line. As a result, the White Plains (N. Y. company is one of the world’s most profitable hotel operators: Its net margin is nearly 15%, higher than those of rivals Hilton Hotels Corp. (HLT ) and Marriott International Inc. (MAR ) â€Å"We have been driving our margin growth faster than our competitors,† says Ballotti. â€Å"When people ask why, I point to Six Sigma. † The group that runs the effort is headed by Brian Mayer, who claims the quirky title of vice-president for Six Sigma, operation innovation, and room s upport. â€Å"I grew up in the hospitality industry,† says Mayer, whose grandfather and father ran catering businesses. The joke is that I was born in a chafing dish. † Since the program launched in 2001, Mayer’s crew has trained 150 employees as â€Å"black belts† and more than 2,700 as â€Å"green belts† in the arts of Six Sigma. Based mostly at the hotels, black belts oversee the projects while green belts hammer out the details. The key to their success, says Mayer, is that instead of acting like â€Å"suits† imposing their will from â€Å"corporate,† the Six Sigma specialists operate more like partners who help local hotels meet their own objectives. Indeed, almost 100% of the creative concepts come from in-house staff. And every project must be overseen by a hotel employee. â€Å"By focusing on their goals and budgets it enables us to become a partner in the operation,† says Mayer. †¢ The SWAT Team: The innovation process begins when hotel teams pitch Mayer’s group on a new idea. â€Å"They fight for our resources,† says Mayer. A Six Sigma Council composed of Ballotti and his 13 direct reports, including his senior vice-president for sales and marketing, then evaluates an idea’s merit based on the division’s priorities and the project’s expected payoff. If the council approves a project, black belts and green belts are deployed like SWAT teams to the hotels to carry it out. †¢ London, 14 July 2004: A sign of the growing importance of SIX SIGMA at Starwood Hotels Resorts is that by 1 August this year, the hotel company, with over 740 properties globally, will have trained over 1000 associates from all over the world to become SIX SIGMA Green Belts the first training stage in the SIX SIGMA development program. The latest group of 12 associates from the Europe, Middle East and Africa region are heading to Warsaw on 19 July for a week of intensive Six Sigma tuition. This innovative project has re-designed all the individual reservation channels for hotel, golf, spa, transport, restaurant and outdoor activities into one single point of contact – a multi-purpose, multi skilled Resort Sales team that immediately can confirm and cross sell any request received by the hotel. The benefits for this project to Turnberry were immediate. To date there has been an 11. 5% increase in incremental spend by customers and  increase in rooms revenue of more than 19%. In addition, The Spa revenues have increased from GBP 91 per booking to GBP 141 per booking as a result of the newly centralized  reservation  group, which enables the maximum utilization of treatment rooms and therapists. †¢ Energy Summit for Starwood Hotels and Resorts: Starwood Hotels Resorts has taken a leaf out of the rec ent G8 Summit by implementing an awareness program which focuses on Climate Change and Carbon Management across its 400 hotels in Europe, Middle East Africa. The hotel group, whose brands include Sheraton, Westin, St Regis and Luxury Collection, has over the past few years been committed to becoming a ‘green’ operator at all levels. In the UK Starwood is part of the Hospitality Energy Consortium (HEC)*, a group of hotel companies who partner together in the procurement of energy. Lead by Chairperson, Angela Tomlinson, Director of Purchasing UK and Ireland, Starwood Hotels Resorts, the Consortium has partnered with the Carbon Trust, an independent company set up by Government to help the UK meet its climate change obligations. In partnership with the Carbon Trust, Starwood has recently taken part in a scoping study by Enviros, environmental consultants. The initial results, which will be available in August 2005, will enable Starwood and the other consortium members to review their energy consumption/carbon footprint, and provide better ways of working to achieve reductions in volumes used. In addition to this, as a huge element of energy management is dependent on buy-in from the associates in the hotels, a comprehensive energy toolkit and training program has been distributed to every Head of Department in every Starwood hotel in Europe, Africa and the Middle East. This is part of a wider awareness program with a focus on protecting the environment. As well as associate and corporate activity, Starwood has been active with guest energy conservation initiatives for a number of years already. In 1999 the company was the first in the hotel industry to introduce a Green Room Program, to reduce water and electricity use for laundering guest towels and linen. Guests place a card on their bed each day if they wish to have their bed linen and towels changed. If guests do not put this card on their bed, their bed will be made without changing the linens and their towels will be hung up but not changed. A green card would be left for the guest as a thank-you for ‘going green’. Since then the Green Room Program has been fully incorporated into the ABCs of House-keeping in the Sheraton, Westin and Four Points by Sheraton EAME Brand Standards. As a result of this ongoing focus on Energy, Starwood has also created a North West Europe Energy Champions team, a group of associates who are responsible for driving support for this project. Starwood’s change management process, Six Sigma, is being used to drive this commitment and the implementation of the Energy Conservation Toolkit is now a required best practice at all hotels owned and managed throughout EAME. This project is the result of Six Sigma Methodology delivering tools that will in turn deliver energy and carbon reduction, to the benefit of future generations but also the associates and hotel guests of today. †¢ Six Sigma at Starwood has helped improve the financial performance of the group by ushering in the quality and consistency of the customers’ experiences. Six Sigma has also provided the guidelines and tools to create a consistently superior guest experience at all properties, and simultaneously improve the bottom line. The Six Sigma organization in the group reports to divisional leadership and is aligned with the division’s goals and priorities. VI. AFTER SIX-SIGMA IMPLEMENTATION A. COMPANY IMPROVEMENTS: o While Starwood incurred $17 million in training costs to launch Six Sigma in 2001, the company reaped tangible EBITDA increases of more than $17 million. Training costs will be significantly reduced in 2002 and Starwood expects a substantial increase (perhaps double) in the EBIDTA improvement achieved by Six Sigma-related programs. † o Six Sigma at Starwood has helped improve the financial performance of he group by ushering in the quality and consistency of the customers’ experiences. Six Sigma has also provided the guidelines and tools to create a consistently superior guest experience at all properties, and simultaneously improve the bottom line. The Six Sigma organization in the group reports to divisional leadership and is aligned with the division’s goals and pri orities. o Higher net margin than its key competitors – but also with helping spark and act on innovative ideas. The impact is based on global culture: most ideas and solutions come from hotel staff throughout the world. Last year, according to Starwood management, programs developed under the famed management technique delivered more than $100 million in profit to its bottom line. As a result, the White Plains (N. Y. ) company is one of the world’s most profitable hotel operators: Its net margin is nearly 15%, higher than those of rivals Hilton Hotels (HLT) and Marriott International (MAR), as well as the industry average of 9%. â€Å"We have been driving our margin growth faster than our competitors,† says Ballotti. â€Å"When people ask why, I point to Six Sigma. o Growth of their hotels (See Appendix 1) Starwood Hotel and Resorts Ranks Number 1on iSixSigma’s Best Places to Work list. (See Appendix 2) o Starwood Hotels and Resorts top ranked â€Å"Th e Top Best Places to Work List† because of adopting 6 Sigma in their operations. They use 6 Sigma every day in their daily work to solve problems, regardless of their size. They follow the DMAIC and Lean Six Sigma principles and use tools daily. Starwood requires that its full-time Six Sigma practitioners learn firsthand about the inner workings of all the various departments (housekeeping, food and beverage, sales and marketing, etc. in order to develop large-scale initiatives. At the same time, the Belts are also expected to lead process improvement projects at the individual hotel level. o The company measures quality with a three-pronged approach: improving the Guest Satisfaction Index (an independently determined numerical value based on guest surveys), increasing revenue and controlling costs. The last one – cost reduction – is where they had the most success so far, given the economy. They continue to go after revenue, but they try to take a balanced appro ach. If they’re too heavy on the cost side, they get some snap-back in other areas like customer satisfaction. They can’t take their eyes off the ball in any area. They are committed to all three prongs. One example of this three-pronged approach is â€Å"Make a Green Choice,† which was launched at Starwood’s Sheraton and Westin brands in September 2009. To help save on water, chemicals and detergents, the hotel gives guests the option of not having linens changed or the room cleaned altogether for up to three days. Those who participate can receive gift cards or points to be redeemed for food service. Starwood’s commitment to providing challenging cross-departmental opportunities for continuous improvement personnel, along with its policy of promoting Black Belts from within, truly makes it one of the premier companies for Six Sigma practitioners. Companies on the Top 10 list, announced in December 2009, had to meet the highest standards for providing a n outstanding Six Sigma program, culture, training, compensation, and recognition and job satisfaction for employees. B. ACHIEVEMENTS FROM THE IMPLEMENTATION: From Indonesia to Malta, Six Sigma is a welcome guest at Starwood hotels. Launched early in 2001, Six Sigma is entering its sixth year at the hotel, which still holds the acclaim of being the only hotel with a corporate-wide Six Sigma initiative. o Starwood properties each have a Six Sigma Council that organize and prioritize projects. Successful projects are then leveraged across additional properties. Six Sigma is emphasized in Career Paths at Starwood as reporting to divisional leadership and aligned with that division’s goals and priorities. A Starwood Six Sigma team received recognition at the IQPC 2004 European Six Sigma Excellence Awards with the Best DFSS Project. o Six Sigma at Starwood has helped increase our financial performance by improving the quality and consistency of our guests’ experiences as we ll as those of our internal customers. It provides the framework and tools we need to create a consistently superior guest experience at all properties while dramatically improving the bottom line. The Six Sigma organization reports to divisional leadership and is aligned with the division’s goals and priorities. o Six Sigma professionals make decisions based on data, not emotions, share responsibility and know how to generate results. They are enthusiastic and passionate about what they do. These are the skills and qualities that make Six Sigma professionals most successful and that Six Sigma helps build in future leaders. o Starwood’s has been resourcing the firm with workers who are mainly divided into three work categories: Green Belts (GBs) have full-time positions with a portion of their time dedicated to being the Six Sigma point person and transfer project champion and manager. o Black Belts (BBs) are full-time resources who typically work on new projects. They are a resource to GBs in their property or area. They are a member of the property’s Executive Committee. o Master Black Belts are a full-time resource dedicated to overseeing/creating a port folio of Six Sigma projects in a given division, area or region. They are a resource to BBs, GBs and Six Sigma Council members in their area. Starwood hotels and resorts worldwide Inc is the first hospitality company in the world to embrace Six Sigma since 2001 and extends this best practice to all properties worldwide, including the Sheraton Hong Kong Hotel Tower. o Barry S. Sternlicht, chairman and CEO, Starwood Hotels and Resorts had stated, â€Å"The launch of Six Sigma is one of the most important strategic initiatives since the formation of our company,† he continued. â€Å"It is our goal for every Westin, Sheraton, W, Four Points by Sheraton, Starwood Vacation Ownership and St. Regis /Luxury Collection guests to have a flawless experience during each and every visit. Six Sigma will help us reach that goal. † o Starwood Hotels Resorts is a leader in the Hospitality industry in technology innovation. Smart Rooms, Wireless Internet Access, Self Check-in Kiosk, and state-of-the-art ERP systems are only a few technologies in place to improve our guest and associate experience. C. SERVICE-BASED ACHIEVEMENTS: †¢ For several years now Starwood has had an edge on its competitors because of its strong brand awareness amongst its target markets and the way in which it has developed a range of differentiated experiences. The company’s key asset is the associated diversification of the variety of brands, and the different market segments they serve, provide a broad base from which to enhance revenue. It aggressively attracts and cultivates new customers and maintains loyalty among the world’s most active travellers: As one example, Starwood Preferred Guest, its award-winning frequent guest program, first made headlines when it launch ed with a breakthrough policy of no blackout dates and no capacity controls, allowing members to redeem free nights anytime, anywhere. Since then, it has grown to include more than 33m members and is cited for its hassle-free award redemption, outstanding customer service, dedicated member website and innovative promotions and benefits for elite members. †¢ Although smaller than some of its peers, Starwood uses its scale to support its core marketing and reservation functions across its brands and reduce costs in areas such as insurance, energy, telecommunications, food and beverage, furniture, fixtures and operating supplies. Its size also limits exposure to any particular type of lodging, brand or geographic region. Strategically Starwood has also moved away from investment in owned real estate and increased its focus on its management and franchise business. In furtherance of this strategy, it has been selling some of the older hotels in its portfolio to, in turn, release capital to fund its ambitious international and branded growth plans. Simultaneously the company has retained one of the world’s mo st profitable hotel net margins of around 15%, higher than many larger rivals. †¢ Starwood has made a great success of its growing product innovation prowess. Having identified the bed as the key area for innovation opportunity in its mid-range Westin brand, Starwood designed the ‘Heavenly Bed’ providing the best night’s sleep by far of any comparable brand. Not only did this well-targeted development improve the all important occupancy rates in Westin properties, it also created a new business line as customers started to buy the Heavenly Bed for their homes. This has now been extended into the W chain where whotelsthestore. com now enables anyone to buy the key ingredients of the unique W experience. From the W bed, pillows and towels to books and an increasing range of male and female apparel, this is the latest incarnation of high-impact product innovation from this service sector pioneer. D. COMPANY ACTIVITIES DONE: o In January, 2006, the Westin Chicago River North hotel was picked to pilot a project, dubbed Unwind, for the upscale hotel chain. The purpose: to think up a set of nightly activities that would draw guests out of their rooms and into the lobby where they could mingle, develop a greater loyalty to the hotel group, and maybe spend a little more money. Westin spied an opportunity after a study found that 34% of frequent travellers feel lonely away from home. The Unwind project led the Westin to develop dozens of activities, including massages, at the Chicago hotel. o Starwood Preferred Guest: it is Starwood’s award-winning frequent guest program which first made headlines when it launched with a breakthrough policy of no blackout dates and no capacity controls, allowing members to redeem free nights anytime, anywhere. VII. SOLUTIONS/RECOMMENDATIONS Upon seeing all of their achievements, Starwood Hotels and Resorts should definitely continue using the Six Sigma method in order to maintain meeting their company goals and also to retain all of their company’s success. Aside from increasing profit, using the Six Sigma method really helped Starwood Hotels and Resorts Worldwide improve the service that they are giving to both their customers and their employees. They should conduct more training regarding it so that their employees would know how the Six Sigma method works and not only the top management. Such employees of the companies consist of the Black Belts and the Green belts. The Black Belts should have trainings that will hone their knowledge about different creative ways on how to do a strategy for the whole company which will serve the changing needs and preferences of the company’s target market. Moreover, the green belts must have trainings in which they will be more knowledgeable about Six Sigma approach to different strategies that will be deployed by the company, these people are mainly responsible in delving into the little and detailed concepts of each strategy done by Starwood Hotels and Resorts Worldwide. These greenbelts should also be trained to know and put into their heart the DMAIC Methodology. This DMAIC Methodology will help the Greenbelts solve a certain problem of the company, reducing the defects done by the company and improving, leveraging the customer’s experience to a higher value. The DMAIC Methodology should train the Greenbelts in defining the problem or what is specifically called the Project Scoping, Measure the relationships between the occurring problem and symptoms, analyze the nature of the problem, improving the operations by resolving the problem and control, which is mainly focused on maintaining the improvements through the use of different tools and instruments. As Starwood Company have different branches scattered all over the world, there must be one Six-Sigma team for each branch wherein they will be mainly responsible for their assigned branch so as to increase effectivity of the business operations and to better serve the target markets in those hotel and resorts location. The Six Sigma teams will be doing information-gathering processes wherein they will ask for comments and feedbacks from the existing customers and those who are the potential ones. Doing such, Starwood can think of strategies and tactics that should be done to capture the potential market and by making things more attractive to the existing customers and make them more loyal to avail the services offered by the company. In times when the company faces visible losses from declining service consumption from the market, Starwood Company must achieve solutions through the use of the Six Sigma Problem Solving wherein it involves redefining and analyzing the problem, generating ideas from the team and the management, evaluating each idea and selecting the most appropriate one and implementing the chosen idea. Through the Six Sigma Problem Solving, the company will have a more systematic way of thinking solutions for a certain problem by delving first into the details, symptoms and underlying assumptions of such matter. Using such method, the employees who are in the Six Sigma team will be trained and honed to be more effective in decision-making and examining all the things that causes the problem to exist. Furthermore, through the problem solving method, the company will be more united as each one of them will have a voice in the company’s operations and they are also responsible for the strategy implementation as all of them make the final decision of how to address the certain problem. By having such cooperation and teamwork within the workers in the company, there will be higher satisfaction for the employees which will in turn affect the quality service experience of the customers when they avail the offered service of Starwood Hotels and Resorts. Moreover, to improve the service of Starwood Hotels and Resorts Worldwide, the teams of the company must focus on examining and sustaining four key measures of organization performance which includes Accuracy, Cycle time, Cost and Customer satisfaction. In Accuracy, the team should measure if the company is giving correct financial figures, completeness of information, or freedom from data errors; applying the accuracy concept to Starwood Hotels and Resorts, the company must make sure that each branch located at different locations should be visible and transparent in terms of their prices for each distinct service, and also information about the whole service experience, like the service transactions and process that the customers must go through should be made known to them to give them ease in availing the service of the Hotels and Resorts. Next is Cycle time which is a measure of how long it takes to do something; with such thing, Starwood company working in the hotel industries must maximize well their service time so as to not waste the limited resources of their customers, it can be further applied to the company’s operations in terms of efficient availment of the different services through optimal number of employees assigned to different work divisions that will make the customers not wait for their turn for such service consumption. Thirdly, Cost should be measured in terms of the internal cost of the company’s process activities; to have lower costs, Starwood Hotels must have effective workers who are focused and motivated to work and communicate well to the customers so as to decrease the time needed for the service process that should be done by each one of them. As the employees of each hotel and resort become more productive with their assigned work, the cost of the company in sustaining each service process will decrease and will definitely have a greater impact on the company’s profitability. Lastly, the team must measure the Customer Satisfaction, which is typically the measure of the company’s success and will give a view of how the company will be in the near future years of business operations in the industry. The Customer Satisfaction can be measured by getting the direct feedback from the customers after they experience the service form Starwood Hotels and Resorts. Also, the company can do personalization and customization wherein the existing customers will already have their service ready after they booked a reservation, making all the things like foods, drinks, kind of bed sheets, store maintenance customized to their needs which in turn make them more satisfied to the service that will make them also more loyal to the company. Furthermore, as the world goes by, the market have acquired higher buying power and have ore sophisticated and changing needs as before; the company can focus on improving its service adapting form the customers’ needs and preferences so as to give higher value proposition to them in relation to the direct competitors of Starwood Hotels and Resorts. Appendix 1: Different Branches of Starwood Hotels and Resorts Worldwide [pic] North America United States Arizona Phoenix The Westin Phoenix Downtown  Ã¢â‚¬â€œ Opening  March 10, 2011 Tucson Four Points by Sheraton Tucson Airport  Ã¢â‚¬â€œ Opening  October 1 4, 2010 [pic] California Modesto Four Points by Sheraton Modesto – Opening October 30, 2010 Florida Bal Harbour The St. Regis Bal Harbour Resort  Ã¢â‚¬â€œ Opening  July 01, 2012 Jacksonville Aloft Jacksonville Tapestry Park  Ã¢â‚¬â€œ Opening  January 13, 2011 Jacksonville Beach Four Points by Sheraton Jacksonville Beach  Ã¢â‚¬â€œ Opening  Nov. 30, 2011 Miami Element Miami International Airport – Opening May 5, 2011 Georgia Atlanta Aloft Atlanta Buckhead  Ã¢â‚¬â€œ Opening  September 01, 2012 Element Atlanta Buckhead  Ã¢â‚¬â€œ Opening  September 01, 2012 Kennesaw Four Points by Sheraton Atlanta Kennesaw – Opening June 30, 2011 Illinois Chicago Aloft Chicago City Center  Ã¢â‚¬â€œ Opening  June 01, 2012 Kentucky Louisville Michigan Kalamazoo Four Points by Sheraton Kalamazoo – Opening September 2, 2011 Mississippi Biloxi Four Points by Sheraton Biloxi Beach Boulevard  Ã¢â‚¬â€œ Opened  Jul 01, 2010 Nebraska Omaha Element Omaha Midtown Crossing  Ã¢â‚¬â€œ Opening  November 11, 2010 New Jersey Fort Lee Sheraton Fort Lee Hotel – Opened September 1, 2010 New Mexico Albuquerque Sheraton Albuquerque Airport Hotel  Ã¢â‚¬â€œ Opening  November 11, 2010 New York Aloft Harlem  Ã¢â‚¬â€œ Opening  October 21, 2010 Element New York Times Square West  Ã‚  Ã¢â‚¬â€œ Opening  December 09, 2010 Sheraton Tribeca New York Hotel  Ã¢â‚¬â€œ Opening  October 14, 2010 W New York – Downtown  Ã‚  Ã¢â‚¬â€œ Opened  August 09, 2010 Brooklyn Aloft New York Brooklyn  Ã¢â‚¬â€œ Opening  October 21, 2010 Long Island City Four Points by Sheraton Long Island City/Queensboro Bridge – Opening January 13, 2011 Niagara Falls Four Points by Sheraton Niagara Falls  Ã¢â‚¬â€œ Opening  April 07, 2011 North Carolina Asheville Aloft Asheville Downtown  Ã¢â‚¬â€œ Opening  March 01, 2012 Chapel Hill Aloft Chapel Hill  Ã‚  Ã¢â‚¬â€œ Opened  April 29, 2010 Oklahoma Oklahoma City Four Points by Sheraton Oklahoma City Quail Springs  Ã¢â‚¬â€œ Opened  April 22, 2010 Tulsa Aloft Tulsa  Ã¢â‚¬â€œ Opened  August 19, 2010 Pennsylvania Philadelphia Le Meridien Philadelphia  Ã¢â‚¬â€œ Opened  May 06, 2010 Puerto Rico Rio Grande The St. Regis Bahia Beach Resort, Puerto Rico  Ã¢â‚¬â€œ Opening  November 04, 2010 Tennessee Memphis Four Points by Sheraton Memphis East – Opening December 9, 2010 Texas Austin W Austin  Ã¢â‚¬â€œ Opening  December 09, 2010 Galveston Four Points by Sheraton Galveston  Ã¢â‚¬â€œ Opened  September 24, 2010 Houston Four Points by Sheraton Houston Hobby Airport  Ã¢â‚¬â€œ Opening  December 01, 2010 Houston The Westin Houston, Memorial City  Ã¢â‚¬â€œ Opening  March 03, 2011 Virginia Winchester Aloft Winchester  Ã¢â‚¬â€œ Opened  June 04, 2010 Canada Alberta Calgary Four Points by Sheraton Calgary Airport  Ã¢â‚¬â€œ Opened  May 06, 2010 Edmonton Four Points by Sheraton Edmonton West – Opening December 1, 2011 Red Deer Sheraton Red Deer Hotel – Opening January 27, 2011 Ontario Niagara Falls Four Points by Sheraton Niagara Falls Fallsview  Ã¢â‚¬â€œ Opened  April 22, 2010 Saskatchewan Saskatoon Four Points by Sheraton Saskatoon  Ã¢â‚¬â€œ Opened  July 22, 2010 Mexico Campeche Campeche The Westin Campeche Resort Spa, Campeche – Opening June 1, 2011 Chihuahua Chihuahua Aloft Chihuahua – Opening January 1, 2011 Federal District Mexico City The Westin Santa Fe, Mexico City  Ã¢â‚¬â€œ Opened  August 05, 2010 Santa Fe W Santa Fe, Mexico – Opening March 31, 2013 Jalisco Guadalajara The Westin Hotel Guadalajara, Guadalajara, Mexico – Opening June 1, 2011 Quintana Roo Puerto Juarez The St. Regis Kanai Resort, Riviera Maya – Opening March 31, 2014 Riviera Maya W Kanai Retreat, Riviera Maya, Mexico – Opening March 31, 2014 Africa Algeria Oran Le Meridien Oran Hotel Convention Centre  Ã¢â‚¬â€œ Opening  April 01, 2011 Egypt Cairo Le Meridien Cairo Airport  Ã¢â‚¬â€œ Opening  March 31, 2012 St. Regis Hotel Cairo  Ã¢â‚¬â€œ Opening  September 01, 2014 W Cairo – Opening January 1, 2016 Libya Tripoli Four Points by Sheraton Tripoli  Ã¢â‚¬â€œ Opening  November 15, 2010 Sheraton Tripoli Hotel  Ã¢â‚¬â€œ Opening  September 01, 2012 Mauritius Le Morne The St. Regis Mauritius Resort  Ã¢â‚¬â€œ Opening  June 01, 2011 Morocco Marrakech W Marrakech Hotel  Ã¢â‚¬â€œ Opening  December 01, 2011 Nigeria Lagos Lagos Four Points by Sheraton Lagos  Ã¢â‚¬â€œ Opened  September 15, 2010 Le Meridien Ikoyi Towers – Opening January 1, 2013 [pic] Asia Pacific China Anhui Hefei Four Points by Sheraton Hefei, Shushan – Opening January 1, 2014 The Westin Hefei Baohe  Ã¢â‚¬â€œ Opening  December 23, 2010 Beijing Beijing Sheraton Beijing Dongcheng Hotel  Ã¢â‚¬â€œ Opening  May 01, 2011 W Beijing – Chang’an – Opening January 1, 2014 Chongqing Chongqing The Westin Chongqing Liberation Square  Ã¢â‚¬â€œ Opening  October 01, 2011 Fujian Fuzhou The Westin Fuzhou Minjiang  Ã¢â‚¬â€œ Opening  December 22, 2010 Xiamen The Westin Xiamen  Ã¢â‚¬â€œ Opening  September 30, 2011 Guangdong Foshan Aloft Nanhai-Foshan  Ã¢â‚¬â€œ Opening  January 01, 2011 Guangzhou Sheraton Guangzhou Hotel  Ã¢â‚¬â€œ Opening  January 01, 2011 Sheraton Huadu Resort  Ã¢â‚¬â€œ Opening  April 01, 2011 The Westin Pazhou  Ã¢â‚¬â€œ Opening  February 28, 2011 W Guangzhou  Ã¢â‚¬â€œ Opening  July 01, 2011 Aloft Guangzhou University Park  Ã¢â‚¬â€œ Opening  May 01, 2012 Heshan Four Points by Sheraton Guangdong, Heshan  Ã¢â‚¬â€œ Opening  October 01, 2012 Huizhou Sheraton Bailuhu Resort, Huizhou  Ã¢â‚¬â€œ Opening  January 01, 2012 Qingyuan Sheraton Qingyuan Lion Lake Resort  Ã¢â‚¬â€œ Opening  June 01, 2012 Zhanjiang Sheraton Zhanjiang Hotel  Ã¢â‚¬â€œ Opening  July 01, 2011 Zhongshan Sheraton Zhongshan Hotel  Ã¢â‚¬â€œ Opened  August 10, 2010 Zhuhai Sheraton Zhuhai Hotel  Ã¢â‚¬â€œ Opening  January 01, 2015 Zhuhai The St. Regis Zhuhai – Opening June 30, 2015 Hainan Haikou The Westin Haikou  Ã¢â‚¬â€œ Opening  June 01, 2012 Sanya Sheraton Sanya Haitang Bay Resort  Ã¢â‚¬â€œ Opening  September 30, 2012 Sheraton Sanya Tufu Bay Resort  Ã‚  Ã¢â‚¬â€œ Opening  October 01, 2013 The Malus Resort, Sanya  Ã¢â‚¬â€œ Opening  September 30, 2012 The St. Regis Sanya Yalong Bay Resort  Ã¢â‚¬â€œ Opening  November 01, 2011 Wanning City Four Points by Sheraton Shenzhou Peninsula  Ã¢â‚¬â€œ Opening  December 31, 2010 Sheraton Shenzhou Peninsula Resort  Ã¢â‚¬â€œ Opening  December 31, 2010 Heilongjiang Daqing Sheraton Daqing Hotel  Ã‚  Ã¢â‚¬â€œ Opening  June 01, 2013 Henan Kaifeng Four Points by Sheraton Kaifeng  Ã¢â‚¬â€œ Opening  January 01, 2013 Luohe Four Points by Sheraton Luohe  Ã¢â‚¬â€œ Opening  May 01, 2012 Zhengzhou Aloft Zhengzhou Shangjie  Ã¢â‚¬â€œ Opening  January 01, 2012 Aloft Zhengzhou Zhengdong New District – Opening January 1, 2014 Le Meridien Zhengzhou  Ã¢â‚¬â€œ Opening  January 01, 2012 Sheraton Zhengzhou Hotel  Ã¢â‚¬â€œ Opening  January 01, 2013 Hubei Wuhan The Westin Wuhan Wuchang  Ã¢â‚¬â€œ Opening  June 01, 2013 Jiangsu Changzhou Sheraton Changzhou Wujin Hotel  Ã¢â‚¬â€œ Opening  July 01, 2012 Jiangyin Sheraton Jiangyin Hotel  Ã¢â‚¬â€œ Opening  November 01, 2010 Lianyungang Four Points by Sheraton Lianyungang  Ã¢â‚¬â€œ Opened  April 28, 2010 Nanjing The Westin Nanjing  Ã¢â‚¬â€œ Opening  January 28, 2011 Suzhou Four Points by Sheraton Taicang  Ã¢â‚¬â€œ Opened  June 30, 2010 Wuxi Sheraton Wuxi Binhu Hotel  Ã¢â‚¬â€œ Opened  August 27, 2010 Yancheng Aloft Yancheng  Ã¢â‚¬â€œ Opening  January 01, 2013 Yangzhou Four Points by Sheraton Yangzhou Hanjiang – Opening July 1, 2013 Zhenjiang Sheraton Zhenjiang Hotel  Ã‚  Ã¢â‚¬â€œ Opening  June 01, 2013 Jiangxi Nanchang Sheraton Nanchang Hotel  Ã¢â‚¬â€œ Opening  January 01, 2012 Liaoning Dalian Aloft Dalian  Ã¢â‚¬â€œ Opening  December 01, 2013 Sheraton Dalian Xinghai Hotel  Ã¢â‚¬â€œ Opening  July 31, 2011 The Chengbao Hotel, Dalian  Ã¢â‚¬â€œ Opening  January 01, 2014 Macau Cotai Sheraton Macao Hotel, Cotai Strip  Ã¢â‚¬â€œ Opening  November 01, 2011 Shaanxi Xian Sheraton Xian Da Ming Gong Hotel  Ã¢â‚¬â€œ Opening  December 31, 2011 The Westin Xian  Ã¢â‚¬â€œ Opening  October 01, 2011 Shandong Qingdao Four Points by Sheraton Qingdao, Chengyang  Ã¢â‚¬â€œ Opening  January 01, 2012 Four Points by Sheraton Qingdao, Jiaonan  Ã¢â‚¬â€œ Opening  January 01, 2012 Sheraton Qingdao Hotel  Ã¢â‚¬â€œ Opening  December 01, 2012 Tai’an Four Points by Sheraton Tai’an  Ã¢â‚¬â€œ Opening  November 10, 2010 Weifang Four Points by Sheraton Weifang  Ã¢â‚¬â€œ Opening  June 30, 2013 Yantai Aloft Haiyang  Ã¢â‚¬â€œ Opening  January 01, 2013 Sheraton Yantai Golden Beach Resort  Ã¢â‚¬â€œ Opening  March 01, 2011 Shanghai Shanghai Sheraton Shanghai Hongkou Hotel  Ã¢â‚¬â€œ Opening  December 01, 2010 Twelve at Hengshan  Ã¢â‚¬â€œ Opening  February 01, 2012 W Shanghai – The Bund  Ã¢â‚¬â€œ Opening  January 01, 2014 Shanxi Taiyuan The Westin Taiyuan  Ã¢â‚¬â€œ Opening  July 01, 2012 Sichuan Chengdu The St. Regis Chengdu  Ã¢â‚¬â€œ Opening  January 01, 2014 Tianjin Tianjin Sheraton Tianjin Binhai Hotel  Ã¢â‚¬â€œ Opening  October 15, 2010 The Astor Hotel, Tianjin  Ã¢â‚¬â€œ Opened  August 28, 2010 The St. Regis Tianjin  Ã¢â‚¬â€œ Opening  October 01, 2011 Tibet (Xizang) Lhasa The St. Regis Lhasa Resort  Ã¢â‚¬â€œ Opening  November 15, 2010 Yunnan Jinghong Sheraton Xishuangbanna Hotel  Ã¢â‚¬â€œ Opening  January 01, 2013 Zhejiang Hangzhou Sheraton Hangzhou Wetland Park Resort  Ã¢â‚¬â€œ Opening  May 31, 2011 Huzhou Sheraton Huzhou South Tai Lake Resort  Ã¢â‚¬â€œ Opening  January 01, 2012 Ningbo The Westin Ningbo  Ã¢â‚¬â€œ Opening  July 01, 2011 Pinghu The Westin Nine Dragon Hill Resort, Zhejiang  Ã¢â‚¬â€œ Opening  March 31, 2012 Taizhou Four Points by Sheraton Yuhuan  Ã¢â‚¬â€œ Opening  July 01, 2012 Wenzhou Sheraton Wenzhou Hotel  Ã¢â‚¬â€œ Opening  December 18, 2010 Wenzhou The Westin Wenzhou  Ã¢â‚¬â€œ Opening  January 01, 2012 India Andhra Pradesh Visakhapatnam Four Points by Sheraton Visakhapatnam  Ã¢â‚¬â€œ Opening  March 01, 2011 Sheraton Visakhapatnam Seaview Resort  Ã¢â‚¬â€œ Opening  July 01, 2011 Gujarat Ahmedabad Aloft Ahmedabad, SG Road  Ã¢â‚¬â€œ Opening  January 01, 2011 Haryana Gurgaon The Westin Gurgaon, New Delhi  Ã¢â‚¬â€œ Opened  October 01, 2010 Karnataka Bangalore Sheraton Bangalore Hotel at Brigade Gateway  Ã¢â‚¬â€œ Opening  March 01, 2011 Bengaluru Aloft Bengaluru Cessna Business Park  Ã¢â‚¬â€œ Opening  June 01, 2013 Aloft Bengaluru Whitefield  Ã¢â‚¬â€œ Opened  August 15, 2010 Mysore Sheraton Mysore Hotel  Ã¢â‚¬â€œ Opening  October 01, 2012 Maharashtra Lonavala Le Meridien Lonavala Resort  Ã¢â‚¬â€œ Opening  July 01, 2013 Mahabaleshwar Le Meridien Mahabaleshwar Resort Spa  Ã¢â‚¬â€œ Opening  January 01, 2013 Pune Four Points by Sheraton Pune, Nagar Road  Ã¢â‚¬â€œ Opening  December 01, 2010 Punjab Amritsar Sheraton Amritsar Hotel  Ã¢â‚¬â€œ Opening  December 01, 2013 Chandigarh Aloft Chandigarh Zirakpur  Ã¢â‚¬â€œ Opening  June 01, 2011 Sheraton Chandigarh Hotel  Ã¢â‚¬â€œ Opening  September 01, 2012 Rajasthan Jaipur The Westin Jaipur Infotech City  Ã¢â‚¬â€œ Opening  December 01, 2012 Udaipur Sheraton Udaipur Palace Resort Spa  Ã‚  Ã¢â‚¬â€œ Opened  August 01, 2010 Tamil Nadu Chennai Aloft Chennai, OMR – IT Expressway  Ã¢â‚¬â€œ Opened  July 01, 2010 Coimbatore Aloft Coimbatore Singanallur  Ã¢â‚¬â€œ Opening  March 01, 2011 West Bengal Kolkata The Westin Kolkata Rajarhat  Ã¢â‚¬â€œ Opening  December 01, 2012 Indonesia Bali Bali Sheraton Bali Kuta Resort  Ã¢â‚¬â€œ Opening  January 01, 2013 Seminyak W Retreat Spa Bali – Seminyak  Ã¢â‚¬â€œ Opening  December 15, 2010 Japan Miyagi Sendai The Westin Sendai  Ã¢â‚¬â€œ Opened  August 01, 2010 Osaka Osaka The St. Regis Osaka  Ã¢â‚¬â€œ Opened  October 01, 2010 Malaysia Kuala Lumpur The St. Regis Kuala Lumpur  Ã¢â‚¬â€œ Opening  November 01, 2014 Sandakan Four Points by Sheraton Sandakan  Ã¢â‚¬â€œ Opening  October 15, 2011 New Caledonia Bourail Sheraton New Caledonia Bourail Resort 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Luxury Collection Hotel – Opening October 1, 2012 Appendix 2: Article Starwood Hotels and Resorts Ranks No. 1 on iSixSigma’s Best Places to Work List Starwood Hotels and Resorts Ranks No. 1 on iSixSigma’s Best Places to Work List FOR IMMEDIATE RELEASE For more information, contact: |  Jessica Harper, Editor in Chief | |  206-774-3685 | |  editorial. com (at) isixsigma. com | Miami, Florida (February 3, 2010) –  Starwood Hotels and Resorts, a global hospitality company with nearly 1,000 upscale properties worldwide, earned the No. 1 spot on the list of iSixSigma’s Top 10 Best Places to Work for Six Sigma professionals at the iSixSigma Live! Summit today in Miami. â€Å"Starwood’s commitment to providing challenging cross-departmental opportunities for continuous improvement personnel, along with its policy of promoting Black Belts from within, truly makes it one of the premier companies for Six Sigma practitioners,† said Jessica Harper, editor of iSixSigma. Katie Barry, associate publisher of iSixSigma, presented the award to Brian McGuire, senior director of Hotel Operations and Six Sigma for Starwood’s North America Division. Starwood – which owns some of the most recognizable hotel brands in the world, including Sheraton, Westin, W, St. Regis, The Luxury Collection and Le Meridien – was the first hospitality chain to launch a formal Six Sigma program, back in 2001. Today, Starwood is in the process of rolling out a Lean Six Sigma program to all of its properties worldwide. Companies on the Top 10 list, announced in December 2009, had to meet the highest standards for providing an outstanding Six Sigma program, culture, training, compensation, recognition and job satisfaction for employees. Making a repeat showing on iSixSigma’s second-annual Top 10 list was 2008’s overall winner McKesson Corp. , which earned the No. 2 spot for 2009. Other returning companies included Xerox Corp. (No. 3) and Vought Aircraft Industries (No. 5). Reflecting the growth of Six Sigma in healthcare systems, half of the companies on the list are involved in the pharmaceutical or healthcare provider industries (McKesson, Pfizer, Merck, Piramal Healthcare and Cardinal Health). Highlights of Starwood’s top-rated Six Sigma program, as well as short profiles of the other nine finalists, will be published in the March/April 2010 issue of iSixSigma Magazine. Here are the rankings of the Top 10 list of iSixSigma’s 2009 Best Places to Work: 1. Starwood Hotels and Resorts (North America Division) . McKesson Corp. 3. Xerox Corp. 4. Ecolab Inc. 5. Vought Aircraft Industries Inc. 6. Pfizer Inc. 7. Merck Co. Inc. 8. Piramal Healthcare Ltd. 9. Cardinal Health Inc. 10. Computacenter AG Co. oHG iSixSigma will be accepting nominations later this year for the 2010 Best Places to Work list. Last modified on Sunday, 28 February 2010 04:49 REF ERENCES: o http://www. referenceforbusiness. com/history2/82/Starwood-Hotels-Resorts-Worldwide-Inc. html o http://www. isixsigma. com/index. php? option=com_k2view=itemid=802:starwood-hotels-and-resorts-ranks-no-1-on-isixsigmas-best-places-to-work-listItemid=157 o http://www. ospitalitynet. org/news/4007061. html o http://www. corporate-ir. net/ireye/ir_site. zhtml? ticker=hotscript=410layout=6item_id=149848 o http://www. starwoodhotels. com/corporate/directory/new-hotels/all/map. html? sortType=region o http://www. businessweek. com/innovate/content/aug2007/id20070830_103596. htm o http://www. businessweek. com/magazine/content/07_41/b4053096. htm o http://www. sixsigmacompanies. com/archive/six_sigma_at_starwood_hotels_amp_resorts. html o http://www. starwoodhotels. com/sheraton/careers/paths/description. html? category=200000304 How to cite Tqm in Starwood, Papers

Sylvan Island Essay Example For Students

Sylvan Island Essay Kevin Danforth/ David ZemkeProfessor TweetCollege Writing 101-1516 Nov. 2000The Sylvan Island DreamJumping into the water from a dam, running around through the trees, and fishing from the shore were some of the many exciting activities experienced by a young little boy on Sylvan Island during the 1930s. Although these times were plentiful, they would soon diminish over the years. Republic steal which provided many jobs for members of the community went out of business and left no one to maintain proper care for this childs playground. This island that once supported trails for people to walk and ride bikes, open land for family picnics, and a peaceful atmosphere for one to relax was now full of pollution and brush that made it impossible for one to enjoy. Nothing was really made of the island until the 1960s when Professor Norm Moline from the geography department at Augustana College decided to take a class over for fieldwork. At the time the only intention was to provide labs and experimentation for the students. As the class continued, the students focus started to involve the islands history and possible changes that could be made to the island in the future. What originally started out as a class project now turned out to be a starting point in returning childhood memories to many who spent time making this island their home. Many students and faculty had long and short-term ideas of what could be done to restore the island back into what it used to be. Eventually many volunteered hours of hard work would be spent restoring the island. The project would not however be completed by professor Moline and his students. It would become a starting point in which a once young boy named Jesse Perez who experienced and grew up with the beauty of the island, would take over and continue the quest in making Sylvan Island a home for many to experience the islands pleasures for years to come. We will write a custom essay on Sylvan Island specifically for you for only $16.38 $13.9/page Order now History of the IslandSylvan Island was created in 1865 because the U.S. government needed more power in order to make a weapon store for the arsenal in Rock Island. The government and Moline Water Power Co. decided to make a dam that would provide power for the arsenal as well as the water company. The government would supply for all the expenses but the water company would supply the land needed. Plans for the dam were concluded in 1869 and stated that the dam would be connected to the mainland at 6th Street. The dam would continue along the island until it crossed the channel into Rock Island. By 1871, all creations of the dam were completed and both Moline Water and the arsenal received the power needed. Between 1941 and 1942 Mid American Energy moved the dam to the eastern part of the island. Since then, no changes have been made. In 1894 Sylvan Island was leased to Sylvan Steel Company which would take over the island. The mill would on average produce 25,000 tons of steel every year. This amount was so high because in 1898 a 5-ton furnace was purchased, and could produce refined iron, hard and soft steel, agricultural iron, merchant bar steel, and steel shapes. There were also coal and gas-fired furnaces along with four mills ranging from eight to sixteen inches. That same year Sylvan Steel and Republic Iron and Steel Company of Chicago would merge and become Republic Steel. There would be a total of 150 employees. When the two companies joined, the manufacturing of steel would now be from used rail steel. Many different agricultural tools and supplies were now produced due to the merger. The most prosperous year came in 1931 when 38,605 tons of steel was produced. Republic Steel would be in business until 1956. Many different conclusions have been made as to why the plant shut down. If you were one of the laborers, you would probably say the reason was because the steel being produced was too thick and unable to be cut easily, so large companies such as John Deer would no longer purchase from the plant. Owners of Republic Steel said the reason for the companys depletion is because the costs for operation increased, proper rails being produced were in decline, and the demand for steel products was weak. The company would then sell off all remaining products and move into their plant in Chicago. The island had more to it than just a steel company. Two bridges connected the island to the mainland. The wagon-bridge was built in 1871 after the dam was completed. This connected the island to 2nd street. All vehicles coming on the island would cross this bridge. In 1901 reconstruction was made to the bridge because it couldnt support heavier vehicles. After the plant closed the bridge was restricted for pedestrians only and given to the city of Moline in 1975 by the U.S. army. The other bridge was the railroad-bridge. It was developed in 1867 for the in-take of raw materials and the delivery of finished supplies. Both bridges are still in existence and mainly used for visitors coming onto the island. Other parts of the island in the 1890s created some profit including a stone quarry and ice cutting in the winter. The quarry wasnt very big, only maintaining 60 feet of the island, but produced Devonian limestone. This didnt last long and eventually turned into a little lake. This would be home for many children who would swim or ice-skate, and fish for sunfish. There was no real supervision, and a couple of children were reported to have drowned so the lake was filled and kept from being used. In the winter for about twenty years after the 1890s ice was cut from the surrounding waters of the island. The blocks were taken by the Sylvan Ice Company and put in wooden storage buildings. The ice was then sprinkled with sawdust so that it would last until spring for sale or city use. The storage buildings could store 18,000 tons of ice. Finally there was an area of land that was designated for the use of planting gardens. The main crop grown was sugar cane. Free seeds were given in the mail and it resulted in the making of syrup, but many different vegetables were grown as well. People would plant their crops and fish from the edges of the island. This was a free meal at a time when people in many cases had no money to buy food (Thomas Greene). Augustana Student and Faculty InvolvementImagine being a geography teacher and you need a project for your class that can be both a learning experience as well as interesting to the students. What could be better than an unoccupied 38-acre island on the Mississippi River? Professor Molines introductory geography class of 21 students would travel but five minutes from their school and enter a piece of history that at the time had been forgotten. The main goals of the lab were to discover the history of the island, record and research the physical surroundings, and make plans for future preservation of the island. (Norm Moline) Many of the students and faculty were interested in what was going to be made of the island. They didnt want the island to be overlooked and not maintained. This was a part of nature and the past, and the members of this group felt that something had to be done. A project like this, which had no real means of financial support or organizational background, had t o put many hours of hard volunteer work into the reconditioning of the island. The whole process of clearing brush, making paths, and cleaning up trash took about a year. Many of the participants were only able to work small amounts of time, but in some cases members would spend 40 hours a week on the island. The most useful students included the females. They were hard working and focused on their goal at all times (Jesse Perez). All in all, if it werent a team project then nothing would have been accomplished at the rate it did. Not only did the members of Augustana help bring back a landscape to its original state, help bring back memories of the past, they also started a new movement that still continues on into present time. The project needed support and funds to continue, so many organizations were contacted and eventually helped the progression. One financial contributor included Don Moore, an author who knew Pastor Swanson from Augustana (Norm Moline). Also in memory of Thomas Wallace Rogers, close friends and family raised thousands of dollars in his honor. Thomas Rogers was a man that was happy about life and loved the outdoors and supported many different efforts to make nature pure. After his death, Rogers would eventually be recognized on a memorial at Sylvan Island. The Thomas Wallace Rogers visitor center was constructed in his honor to greet visitors as they cross the bridge to the island. There were also organizations such as the Western Hemisphere Conference on Health that helped physically. This groups goal was to make pollutants on the island resources. They recycled all the cans and papers that were not properly disposed of. One last organization that helped recondition the island was the River Action Incorporated. Headed by Kathy Wine, their goal was to put pieces of public art on the island. Her efforts provided things such as fountains and statues to add charisma to the island.(Norm Moline)Plans for the FutureNow that the members working on the island in the 1970s had money and resources, they could start making new plans for the island. Many goals were brought about. The goals ranged from maintaining the island as a natural place to witness Gods creation of nature, and to add many different physical additions to the island to make it more suitable for pedestrians. .u2eca08b8c15d95f2dda7a77a02250f16 , .u2eca08b8c15d95f2dda7a77a02250f16 .postImageUrl , .u2eca08b8c15d95f2dda7a77a02250f16 .centered-text-area { min-height: 80px; position: relative; } .u2eca08b8c15d95f2dda7a77a02250f16 , .u2eca08b8c15d95f2dda7a77a02250f16:hover , .u2eca08b8c15d95f2dda7a77a02250f16:visited , .u2eca08b8c15d95f2dda7a77a02250f16:active { border:0!important; } .u2eca08b8c15d95f2dda7a77a02250f16 .clearfix:after { content: ""; display: table; clear: both; } .u2eca08b8c15d95f2dda7a77a02250f16 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u2eca08b8c15d95f2dda7a77a02250f16:active , .u2eca08b8c15d95f2dda7a77a02250f16:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u2eca08b8c15d95f2dda7a77a02250f16 .centered-text-area { width: 100%; position: relative ; } .u2eca08b8c15d95f2dda7a77a02250f16 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u2eca08b8c15d95f2dda7a77a02250f16 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u2eca08b8c15d95f2dda7a77a02250f16 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u2eca08b8c15d95f2dda7a77a02250f16:hover .ctaButton { background-color: #34495E!important; } .u2eca08b8c15d95f2dda7a77a02250f16 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u2eca08b8c15d95f2dda7a77a02250f16 .u2eca08b8c15d95f2dda7a77a02250f16-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u2eca08b8c15d95f2dda7a77a02250f16:after { content: ""; display: block; clear: both; } READ: The Hobbit: Overview ; Review EssayThe physical additions and deductions included: pedestrians only (walking or bicycle riding), access only for city vehicles on railroad bridge, tear down the machine shed left by Republic Steel, keeping all habitats and vegetation on island unharmed during cleaning process, regulate a no dumping of wastes procedure, mount trash cans throughout island, install toilets, regulate hunting, place site markers stating different features of that part of island, allow vegetation to continue growth, make a parking area at entrance on 2nd street, and increase police supervision. All of these plans have been administered over the years and continue on into the present. The only section from the original plan still being worked on involves the toilets. In recent years new plans have been made and Sylvan Island has acquired many new additions. There are now seven trails running a total of 2.8 miles throughout the island. There are five picnic tables, seventeen benches, and a number of markers pointing out what kind of fish are near that spot of land. Two piers are designated for fisherman and anyone interested in looking out over the water. There are also two handicap access points on the island. The island is set up in points ranging from dense forest, light forest, and land where the quarry used to be. At the Thomas Rogers visitor center a description of the history and makeup of the island is presented. There are still ideas that have not been accomplished yet. A group by the name of Sylvan Island Dreamers is in the process of making these changes. Jesse Perez, Gary Madson, and Thomas Greene, and Professor Moline are all on the committee. Current plans for the island include the purchasing of the used car lot to the southwest of the island and turn it into a green spot and more accessible parking for the public. A recreational building meant for public use and such things as boy scouts and school functions is in the early stages of development. The plans are being finalized and money will soon be getting raised for the project. Current Physical Makeup of Sylvan IslandSince Sylvan Steel Company began its involvement on the island in 1894, the vegetation and geographical makeup of the island has changed dramatically. On the eastern half of the island, almost all of the vegetation was cut down and almost all of the soil was covered by machinery. Because almost all of the vegetation and natural habitat was lost, secondary succession started again in 1956 after the Sylvan Steel Company closed. Secondary succession is the natural process by which nature gradually works it way back into an area were it was once lost. After the closing of the plant, the vegetation of the island gradually started to come back and adapted to the new surroundings of the area. Weeds and grass started to work their ways through the cracks of the cement and machinery. Because they can survive easily in most soil and living conditions, they are known as the pioneers of secondary succession. They start the process of secondary succession by being the first sign of any vegetation and produce seeds that then spread throughout the area. As the taller grass grew, some of the surrounding plants and weeds were killed due to lack of light. As more seeds began to spread across the area, seedlings and bushes started to grow along with taller trees whose roots penetrated and broke up the foundations of the leftover steel companys buildings and machinery. As the trees grew taller, they provided a canopy for the wildlife beneath and provided homes and an invitation for the wild habitat to come back to the eastern half of the island. Geology and LandformSylvan Island is underlain by the Cedar Valley and Wapsipinicon formations of Devonian limestone. Throughout most of the island, the limestone is within six to eight inches of the surface and topsoil. The depth of each formation goes about 30 feet deep with a total thickness of sixty feet of limestone (Moline 29-30). Since limestone is such a desirable building material, it was once quarried on the island. Since the island is so high in relation to the surrounding waters (the Sylvan Slough and south channel of Mississippi), it is often not effected by floods or high water. The shoreline is often steep down below the level of the island and is often tricky to get down to. The island itself is very flat with few fluctuations in its surface (Moline 30). There are only two noticeable fluctuations on the entire island and one is the old limestone quarry that has been filled in, but still has depreciation in ground level. Types of SoilsThe heavy limestone buildup under the soil prevents the island from having mature soil. A layer of humus covers the limestone less than six to eight inches thick on the eastern side of the island, and considerably thicker getting up to two feet on the western side. (Moline 30). Vegetation differences cause the difference in thickness. The western side of the island was not as harmed by the steel company as the eastern side. Because of this the flora managed to survive through the industrialization of the island. This is evident by more mature trees and plants due to the maturity of the humus and its thickness. The thicker the humus is, the greater the chance for survival of the plants and wildlife around it. The fill area of the old limestone quarry on the eastern part of the island falls into a category of its own. The materials used to fill the quarry are slag, metallic debris, and coal. Beneath all the fill materials, two or three feet below the surface lies a layer of sandy clay that which then overlays the limestone. This clay is usually about six inches thick and varies throughout the fill (Moline 30). At the western end of the island there is another exception to the general rules about soil. Fill material of silt loam or sandy loam composition fill the river dredging at the west end (Moline 30). The materials used to fill the dredging favor the fertility and emergence of small garden plots on its surface and as a result several small garden spots have arose on its surface. Bodies of WaterAs a result of the islands high position above its surrounding waters, it is not of threat of flooding often. The western shoreline of the island is the lowest part of the island and most susceptible to flooding. As a result, the northern levee has been raised to keep the entire island virtually safe from flooding and any other damages caused by water. The western shore below the damn however cannot be protected. Floodwaters have risen to as high as 50 feet inland at high water times. Erosion around trees and deposition of river silt and shells leave heavy evidence of flooding. This part of the island is solely used for fisherman it is not greatly affected by it (Moline 31). The island is surrounded by Sylvan Slough and the tail race. The slough is a man made channel that is straight as a line made by the army core of engineers. Both meet up with the Mississippi and run into it. Both the Slough and the tail race were in very bad shape from the 1950s until the 1970s. Sewage drains ran into the Mississippi and caused pollution of the waters. The quality was so bad in the 1970s that it is highly recommended that pedestrians not swim in them any longer (Gary Madson). In the early 1930s, the water in the slough and the water in the quarry were a playground for the kids in the surrounding neighborhood. Many of their fathers worked at the steel plant and their homes were all near by in what is now a commercial area. They often swam by the damn owned by the government that provides power for the Arsenal Island side, ignoring the warnings about the current (Jesse Perez). The kids had their own private playground to use and enjoy. As the steel plant closed and the surrounding area became covered by business, the atmosphere of the surrounding area changed. No longer were little kids around to enjoy the natural beauty of the island. They, along with their families moved away to different jobs and new areas. The current conditions of the water are the best they have been in years. No longer do sewers drain into the rivers and many laws have been passed against the pollution of bodies of water. Storm drains still however flow into the slough that can be scene as you cross the bridge (Thomas Greene). These however only empty natural run off into the water causing no harm. Because of the good conditions of the water, many fisherman speculate that this is the reason fishing has gone down. The food sources and things that lived in the water during the dirty times are no longer around for the fish to feed on and live off (Gary Madson). Once considered a prime fishing spot in the U.S. by major outdoor magazines, the current fishing around the island i s down. Although many fishermen are still evident on the island throughout the day, the general consensus is that the fishing isnt like it was back in the days of 1960s when it was a fishing hotspot (Jesse Perez)Fish And WildlifeAs a very important aspect of the island, the wildlife on the island provides both beautiful sights and sport for many of the Sylvan Island visitors. Many of the people that cross the bridge onto the island are fishermen looking to catch the big one. They are looking to catch one of the islands 12 different kinds of fish. The islands most famous fish are its walleye and sauger. Although the recent population of these fish is down, the two fish brought much of the early fishing attention to the island because they look for fast waters to spawn in. Fisherman came in from far away to catch Sylvan Islands famous walleye. Perhaps the most pursued fish by fishermen currently is the white bass. It is native to the Mississippi river area. It provides a great fight f or the fishermen and is also a very delicious reward. The waters contain two different kinds of catfish, the channel catfish and the flathead catfish. Both are bottom feeders that can become extremely large in size and can be caught from the shore around the island and of the bridge. The paddlefish is also another large fish in the water, but is only caught near the damn because it eats the small plants growing along the walls. The river carp-sucker is for sport anglers only because the meat is too bony to eat. They are scavengers and eat basically anything and can be caught all around the island. Perhaps the cutest fish on the island, the emerald shiner is a minnow and very abundant in the water. Although it is too small to be sought by the fishermen, it attracts bigger fish to feed on them. The gizzard shad is the most abundant fish in the water. A little larger the emerald shiner, it is the largest source of food for the bald eagles in the winter. The Bowfin is known as the best fighter in the waters, but is not sought by the fishermen due to its lack of edible meat. The freshwater drum is a member of the perch family and the most common species in the slum waters (the waters that are dirty and mucky). The Blue Sucker is a beautifully large fish that is very common in the waters but not often scene. It is known as the toughest catch and the smartest fish in the water. The island has a variety of fish that all have their own personal traits that make the waters around the island a desirable home for themselves. .u156b40a0dab57b835e8eb2230ff5fd2a , .u156b40a0dab57b835e8eb2230ff5fd2a .postImageUrl , .u156b40a0dab57b835e8eb2230ff5fd2a .centered-text-area { min-height: 80px; position: relative; } .u156b40a0dab57b835e8eb2230ff5fd2a , .u156b40a0dab57b835e8eb2230ff5fd2a:hover , .u156b40a0dab57b835e8eb2230ff5fd2a:visited , .u156b40a0dab57b835e8eb2230ff5fd2a:active { border:0!important; } .u156b40a0dab57b835e8eb2230ff5fd2a .clearfix:after { content: ""; display: table; clear: both; } .u156b40a0dab57b835e8eb2230ff5fd2a { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u156b40a0dab57b835e8eb2230ff5fd2a:active , .u156b40a0dab57b835e8eb2230ff5fd2a:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u156b40a0dab57b835e8eb2230ff5fd2a .centered-text-area { width: 100%; position: relative ; } .u156b40a0dab57b835e8eb2230ff5fd2a .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u156b40a0dab57b835e8eb2230ff5fd2a .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u156b40a0dab57b835e8eb2230ff5fd2a .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u156b40a0dab57b835e8eb2230ff5fd2a:hover .ctaButton { background-color: #34495E!important; } .u156b40a0dab57b835e8eb2230ff5fd2a .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u156b40a0dab57b835e8eb2230ff5fd2a .u156b40a0dab57b835e8eb2230ff5fd2a-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u156b40a0dab57b835e8eb2230ff5fd2a:after { content: ""; display: block; clear: both; } READ: Benin EssayThe wildlife on the island is as various as the fish. The island still has very few animals that call it home permanently due many of the trees conditions and the habitat on the island. The beaver is the islands largest animal and often scene knocking down trees throughout the island building its own personal damn. Although the island is full of trees, the beavers on the island must leave every few years because the number of all edible trees had been depleted and that is their main food source. Eastern cottontail rabbits are permanent residents on the island, but however are not very common. They live in various spots on the island with no specific living areas . The beavers twin, the muskrat also lives on the island. Often mistaken for the beaver, it is smaller in size. The wholes dug into the banks of the island are their burrows and their homes and can be scene coming over the bridge. Squirrels are the islands most abundant animals. Eastern gray squirrels live all over the island and are often scene searching for food or putting on a show for the friendly visitors to the island. The islands most prolific bird is the bald eagle. Not a permanent resident on the island, this great American symbol visits in the late fall and winter because of the open waters. Because of the rivers current, the water always remains open and provides as a food source for the birds. They feed on the gizzard shad as their main food source. The redtail hawk is the most common hunting bird on the island. It comes and goes year round depending on weather conditions, but never makes the island a permanent home. The wood duck nests in the trees high above the island and can best be scene in early spring before the leaves grow back on the trees. The osprey follows the opposite migration pattern of the bald eagle and comes to the island for its food sources in the early fall and spring. The island has seven types of gulls that grace it with their presence. The two most common are the ringbilled and herning. Both live off the fish on the island and the other water creatures. Perhaps the mos t prolific bird of the Quad Cities and present on Sylvan Island is the mallard. It is the most common bird on the island. It feeds on the surface and can be scene best on the island by the north levee. The most distinguishable bird on the island is the great blue heron. It is an extremely large bird that is often scene standing in the waters off the islands shore roosting. It provides a beautiful sight for a visitor that is an image they can never forget. Plants, Trees and VegetationSylvan Island is filled with a numerous number of beautiful plants and trees. Much of the islands vegetation is not mature because much of it started to grow back after the long process of cleaning commenced. The most abundant plant on the island is poison ivy. It prefers well-drained soil and moist areas to grow and the island is mostly covered with areas such as that. The woody mullein is most common in the sunny places on the island. Its yellow leaves make it a noticeable favorite on the islands. The soapwort is very common on the island with the most memorable name. Its leaves and stems if crushed can be made into soap thus explaining the name. The Queen Anns lace is a very pretty wild carrot that grows with in the sunny spots on the island also. The island is full of an abundance of trees. Many have been cut down from the steel plant and many are making their reemergence onto the island after years of being missing in action. The black willow is most common along the river and is used by beavers most often as damns. The comno hackberry is taking over the areas on the island that were once dominated by the heavy elm population. The eastern sycamore is a giant pine tree that grows over the edges of the river and the most often tree that is lost to flooding. The eastern poplar cottonwood is the same in the aspects of the sycamore. It lives in the same areas under the same conditions. The slippery elm is taking over the areas that were once the disturbed areas on the island and dont require that great of living conditions. The red mulberry trees are on the island in the cooler, moister conditions and look for the shade of taller trees and are an offspring of the box elder tree, another popular tree on the island. The box elder t ree is the most common pioneer among trees. It often invades open land and has dominated the island since about 1960. The tree of heaven is known for its ability to resist pollution and is no surprise to the island. It is most common in industrial areas as the island once was and the surrounding area of the island is. The green ash tree is the beavers favorite tree to eat and chop down. It grows in the better-soiled areas on the island and has only been present on the island since 1970 on, after the soil conditions became better and cleanup was commenced. The whole islands vegetation at one time may have been the vegetation of the bur oak savama. It consists of a mixture of flowers, grasses and bur oaks all living in balance with each other. Although the island at one time may have consisted of this, due to the industrialization of it and the pollution of it, only one bur oak tree still remains on the island and it is at the northwestern side of the island next to the arsenal power damn. This is a prime example of the changes the island has gone through and how important the cleanup process has been in reviving its beauty. Sylvan Island is a beautiful piece of nature that has gone through several changes in its 135-year existence. In visiting the island you can see and enjoy the natural beauty along with revisiting its prolific history. As you cross the bridge a transforming feeling takes over you and you feel like you are crossing into a different world. The paths provide a walkway for you to enjoy yourself and visit with the many different aspects of nature. Throughout the seasons, people are always at the park enjoying the outdoors and its many friendly creatures. Dog walking, jogging, bike riding, walking, and bird watching are all possible due to those people involved in the continuous effort to clean the Island up. It was their continuous efforts that make the island into what it is today. Visible graffiti and other sings of vandalism are evident near th e visitor center because the city of Moline isnt taking proper care of the park. They are currently in charge of the maintenance and cleanup of the island. This is the first year they have been in charge and the island isnt seeing the proper care it should (Jesse Perez). Many of the ideas for the future will not be able to be completed unless those who enjoy the island make a big enough impression on the Moline government to get their full attention. English Essays